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Developing a
Project Plan
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Developing the Project Plan
The Project Network
A flow chart that graphically depicts the sequence,
interdependencies, and start and finish times of the project
job plan of activities that is the critical path through the
network
Provides the basis for scheduling labor and equipment
Provides an estimate of the projects duration
Provides a basis for budgeting cash flow
Highlights activities that are critical and should not be
delayed
Help managers get and stay on plan
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From Work Package
FIGURE 6.1
WBS/Work Package- Sample
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to Network
FIGURE 6.1 (contd)
Network based on prior WBS Sample
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Constructing a Project Network
Terminology
Activity: an element of the
project that requires time.
Merge activity: an activity
that has two or more preceding
activities on which it depends.
Parallel (concurrent)
activities: Activities that can
occur independently and, if
desired, at the same timeor not
A
C
B D
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Constructing a Project Network (contd)
Terminology
Path: a sequence of connected, dependent activities.
Critical path: the longest path through the activity network that
allows for the completion of all project-related activities;
It is also the shortest expected time in which the entire project can
be completed. Delays on the critical path will delay completion of
the entire project.
D
C
A B
(Assumes that minimum of A + B > minimum of C in length of times to complete activities.)
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Terminology
Event: a point in time when an activity is started or
completed. It does not consume time.
Burst activity: an activity that has more than one activity
immediately following it (more than one dependency arrow
flowing from it).
Two Approaches to Networks
Activity-on-Node (AON)
Uses a node to depict an activity
Used in Software Industry
Activity-on-Arrow (AOA)
Uses an arrow to depict an activity
Traditional in Construction
B
D
A C
Constructing a Project Network (contd)
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Basic Guidelines to Follow in Developing Project
Networks
Networks typically flow from left to right.
An activity cannot begin until all of its activities are complete.
Arrows indicate precedence and flow and can cross over each
other.
Identify each activity with a unique number; this number must
be greater than its predecessors.
Looping is not possible!
Conditional statements are not allowed.
Use common start and stop nodes.
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Activity-on-Node Fundamentals
FIGURE 6.2
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Activity-on-Node Fundamentals (contd)
FIGURE 6.2 (contd)
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A Comparison of AON and AOA Network
Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
A comes before
B, which comes
before C
(a)
A
B C
B A C
A and B must both
be completed
before C can start
(b)
A
C
C
B
A
B
B and C cannot
begin until A is
completed
(c)
B
A
C
A
B
C
Figure 3.5
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A Comparison of AON and AOA Network
Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
C and D cannot
begin until both
A and B are
completed
(d)
A
B
C
D
B
A C
D
C cannot begin
until both A and B
are completed; D
cannot begin until
B is completed. A
dummy activity is
introduced in AOA
(e)
C A
B D
Dummy activity
A
B
C
D
Figure 3.5
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A Comparison of AON and AOA Network
Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
B and C cannot
begin until A is
completed. D
cannot begin
until both B and
C are completed.
A dummy
activity is again
introduced in
AOA.
(f)
A
C
D B
A B
C
D
Dummy
activity
Figure 3.5
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AON Example
Activity Description
Immediate
Predecessors
A Build internal components
B Modify roof and floor
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G
Milwaukee Paper Manufacturing's
Activities and Predecessors
Table 3.1
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AON Network for Milwaukee Paper
A
Start
B
Start
Activity
Activity A
(Build Internal Components)
Activity B
(Modify Roof and Floor)
Figure 3.6
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AON Network for Milwaukee Paper
Figure 3.7
C
D
A
Start
B
Activity A Precedes Activity C
Activities A and B
Precede Activity D
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AON Network for Milwaukee Paper
G
E
F
H
C A
Start
D B
Arrows Show Precedence
Relationships
Figure 3.8
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H
(Inspect/
Test)
7 Dummy
Activity
AOA Network for Milwaukee Paper
6
5
D
(Pour
Concrete/
Install Frame)
4
C
(Construct
Stack)
1
3
2
Figure 3.9
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Example: Post-it Wedding
Below are a set of tasks and durations for a wedding. Break into
groups of 3-5 and create a project network.
Put in a start and end activity

abrev Description Duration abrev Description Duration
OI Order Invitations 2 wks SB Select and Sign on Band 1 wk
DI Bride goes on Diet 6 wks UT Select Best Man&Usher's Tuxes 2 days
GA Get Wedding Gown altered 2 wks MB Audition Mariachi Bands 3 wks
BD Select Bridesmaids Dresses 4 wks FL Order Flowers 2 wks
SG Shop for Wedding Gown 4 wks PM Pick Menu 4 days
BA Get Bridemaids' Dresses altered 4 wks HO Hire Officiant 1 wk
HC Hire Caterers 2 wks OF Tell Caterer headcount & Order food 1 wk
SS Select Site&Date 3 wks CR Collect RSVPs 6 wks
GT Select Grooms Tux 2 days SI Sent Invitations to Guests 1 wk
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Network Information: Example
TABLE 6.1
Lets build the structure first
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Koll Business CenterComplete Network
FIGURE 6.4
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Network Computation Process
Forward PassEarliest Times
How soon can the activity start? (early startES)
How soon can the activity finish? (early finishEF)
How soon can the project finish? (expected timeET)

Backward PassLatest Times
How late can the activity start? (late startLS)
How late can the activity finish? (late finishLF)
Which activities represent the critical path?
How long can it be delayed? (slack or floatSL)
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Network Information
TABLE 6.2
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Activity-on-Node Network
FIGURE 6.5
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Forward Pass Computation
Add activity times along each path in the network (ES + Duration =
EF).
Carry the early finish (EF) to the next activity where it becomes its
early start (ES) unless
The next succeeding activity is a merge activity, in which case the
largest EF of all preceding activities is selected.
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Activity-on-Node Network Forward Pass
FIGURE 6.6
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Backward Pass Computation
Subtract activity times along each path in the network
(LF - Duration = LS).
Carry the late start (LS) to the next activity where it
becomes its late finish (LF) unless...
The next succeeding activity is a burst activity, in which case the
smallest LF of all preceding activities is selected.

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Activity-on-Node Network Backward Pass
FIGURE 6.7
Dont panic!- the ES-EF boxes are
still filled in, but this diagram is just
emphasizing how to get LS and LF
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Activity-on-Node Network with Slack
FIGURE 6.8
Now that we have LS,LF in addition
to EF, ES, we can fill LAST box in
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Another Way to Find Slack-
The Gantt Chart
Once activity precedence and durations are established, we can
determine the critical path and slack via a gantt chart.
Gantt charts can be hand-drawn, but practitioners generally use
MS-Project.
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Determining Slack
(Not All Slack is Equal)
Free Slack (or Float)
The amount of time an activity can be delayed without delaying connected
successor activities
Tends to happen as the last activity in a path before a merge activity (when
another path is the critical one).
Total Slack
The amount of time an activity can be delayed without delaying the entire
project
The critical path is the network path(s) that has (have) the least slack
in common.
This class will avoid the confusion of negative slack! thus all projects will
have their end activity have LF=EF
So all critical path activities will have a total slack of 0.
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Slack and Slackers: The Simplest Example of
Free Slack
Take a 5 person marketing project Team5
Remy writes the requirements doc- which will take 2 days
Polly can build the prototype from the requirements doc in 7 days
Su needs 3 days to survey potential consumers once he has the requirements
doc.
Al gets to analyze the consumer responses to the survey, which will take 2
days.
Fatima prepares the final presentation to management, so she needs the
prototype and the analysis from the survey. This will take 2 days.
Which activities are:
1. Critical
2. Have total slack but not free slack
3. Have free slack
Who can disappear for a day in the middle of their project and annoy the
fewest people?

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Extended Network Techniques
to Come Close to Reality
Laddering
Activities are broken into segments so the following activity can
begin sooner and not delay the work.
Lags
The minimum amount of time a dependent activity must be
delayed to begin or end
Lengthy activities are broken down to reduce the delay in the
start of successor activities.
Lags can be used to constrain finish-to-start, start-to-start,
finish-to-finish, start-to-finish, or combination relationships.
MS project defaults to finish-to-start, but represents all the others,
as well